►
Description
City of San José, California
Smart Cities & Service Improvements Committee of November 5, 2020
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda pending
A
A
A
A
A
A
A
B
B
D
B
F
B
B
C
This
month
we
have
a
very
full
agenda
with
four
major
strategic
items
and
initiatives,
starting
with
the
smart
cities
roadmap.
As
we
add
a
layer
of
project
status
reporting
for
the
future.
We
also
have
the
privacy
policy
update
to
operationalize
privacy
in
the
organization
followed
by
the
the
new
city
website.
The
committee
update
the
committee
asked
for
we're
coupling
with
the
digital
services
update,
which
is
prompted
in
large
part
by
covid19
and
last
we'll
discuss
the
initiation
of
the
it
strategic
plan
process.
H
H
H
H
The
three
projects
that
are
in
yellow
had
some
minor
setbacks
due
to
schedule
or
some
scope,
modifications,
but
still
moving
forward
on
the
next
slide.
I'll
share
more
in
detail
about
the
one
project
that
is
highlighted
in
red
so
with
the
firstnet
deployment
read
primarily
because
there
was
a
delay
originally
in
the
schedule
due
to
some
staffing
challenges
and
some
initial
pilots
that
were
extended
further
than
anticipated.
H
I
And
I'll
just
jump
in
on
that
just
a
second,
if
you
could
back
up
regina
yeah.
So
just
a
reminder:
firstnet
is
the
essentially
the
extra
band
that
we
get
band
14
for
first
responders
and
extended
first
responders
to
have
a
more
secure
communications
link
in
the
event
of
a
large-scale
disaster
such
as
an
earthquake,
and
the
deployment
includes
not
only
phones,
tablets
devices
but
also
vehicles,
our
trucks
and
our
police
cars.
I
To
make
sure
they're
connected
I've
been
personally
involved
with
the
team
to
make
sure
that
the
the
gap
is
closed
and
a
lot
of
it
is
actually
shifting
resources
around
that.
We're
allocated
toward
allied
priorities
and
there's
a
significant
amount
of
savings
we've
achieved
with
at
t
so
bottom
line
is
regina,
says
we've
got
a
path
forward
on
this,
but
I
just
kind
of
wanted
to
remind
people
what
what
firstnet
was
go
ahead.
Richie.
H
You
know,
and
and
despite
our
circumstances,
I
mean
city
staff
is
doing
a
great
job,
moving
these
innovative
projects
forward
and
we're
still
64
moving
forward.
You
know
on
projects
that
are
going
very
well
and,
as
we've
been
operating
prior
to
covid
and
currently
in
the
eoc,
we
we
do
recognize
the
need
that
we
have
to
remain
agile
by
taking
small
iterative
steps
to
address
any
red
blocks
quickly,
so
that
we
can
continue
to
support
staff
in
delivering
these
projects
to
our
community.
H
Also,
these
monthly
reports
holds
us
accountable
to
make
sure
that
we're
putting
resources
where
needed,
to
ensure
the
success
of
these
projects
next
slide.
Please,
michael
and
obviously
this
approach
has
resulted
in
many
great
successes
and
what
you
can
see
just
a
small
percentage
of
a
lot
of
our
projects
that
we
were
able
to
deliver
and
support
ongoing
needs
for
our
community
with
food
distribution,
digital
inclusion,
community
engagement
and
public
health
awareness.
H
A
All
right,
thank
you,
reginae.
I
really
appreciate
that
glad
to
meet
everyone
here,
I'm
relatively
new
to
the
dot
gov
world,
as
I
say,
coming
from
the
dot
com
world,
just
to
explain
to
you
what
I
am
doing.
I
am
the
division
manager
for
the
city,
portfolio
products,
projects,
office
or
c-3po,
and
just
to
tell
you
how
that
sort
of
fits
in
you've
been
hearing
from
reginee
for
quite
a
while
here
on
things
like
the
smart
city,
road
map
and
small
wonders
which
have
covered
the
areas
of
experimentation
and
planning.
A
Obviously,
there's
been
a
lot
of
execution
in
that
as
well,
but
c-3po's
focus
is
going
to
be
primarily
on
the
execution,
so
we
are
here
to
make
sure
that
basically,
things
get
out
the
door
and
succeed
and
another
way
to
explain
that
is
with
the
next
slide,
which
is
about.
When
does
c-3po
get
involved
so
c-3po
steps
into
the
mix
here
in,
I
would
say,
the
large,
more
complex
and
more
visible
projects.
A
So
we
kind
of
have
a
definition
here
that
is,
that
is
being
put
actually
directly
into
policy,
which
is,
if
it's
greater
than
half
a
million
dollars,
or
it
involves
more
than
one
department
or
it's
greater
than
one
year
in
execution
or
it's
high
profile
or
sensitive
to
the
city.
An
it
project
should
should
involve
c-3po
and
my
team
of
product
project
managers
will
make
sure
that
that
project
becomes
a
success.
A
A
A
I
Yes,
I
I'm
going
to
get
to
talk
about
reginee's
new
job
and
I'm
not
sure
she
even
knows
all
the
things
I'm
gonna
say
so
you
know
we
we
believe
and-
and
it's
a
it's
a
truism-
that
the
technology
and
technology
work
is
in
the
end
powered
by
people,
and
so
we
wanted
to
acknowledge
some
of
the
great
people.
We've
had
work
on
the
team
who
have
had
transitions
in
different
ways
in
their
life
onto
different
pieces
and
different
professional
avenues.
I
If
you
have
issues
with
with
your
garbage
or
you
need
to
do
a
large
junk
pickup
or
you
even
need
to
figure
out
sort
of
what's
going
on
with
with
with
my
collection,
has
been
something
where
you've
we've
managed
to
make
it
less
painful
than
it
was
in
the
past.
But
it's
still
quite
an
exploration
to
figure
out.
What's
going
on
and
to
make
sure
you're
getting
service
and,
frankly,
once
you
make
a
request,
we
on
the
city
side,
don't
really
know
what
that
customer
experience
is
like
or
wait
whether
you've
been
responded.
I
So
that's
pretty
damn
cool
nera
data
and
she
has
the
perfect
name
for
this
really
pioneered
a
lot
of
our
work,
around
data-driven
user
interface
and
user
experience,
and
she
and
her
partner
julie
were
really
helpful
in
some
huge
insights
that
are
continuing
to
inform
our
work.
I'll.
Give
you
just
two
examples
that
she
she
taught
me
on,
that
that
are
pretty
fascinating.
I
So
I
want
to
thank
those
four
amazing
women
for
their
for
their
leadership,
as
they
all
pass
on
to
additional
career
opportunities
outside
of
the
city
and
we're
we're
supportive
of
them
and
proud
of
them
as
they
move
on.
We've
got
two
people
that
we've
we've
kept
inside
and,
and
I
think,
are
pretty
powerful
representation
as
well.
I
Because
of
his
ability
to
do
that,
public
works
has
snatched
him
up
and
promoted
him
to
a
deputy
director
role
in
public
works,
which
is
extremely
significant
and
high
level
of
responsibility
for
him.
It's
also
pretty
amazing
because
his
phd
is
actually
in
literature
and
his
thesis
was
on
something
around
bicycles,
which
I
really
still
don't
even
fully
understand
myself.
I
So,
in
addition
to
sort
of
that
event,
he's
managed
to
to
wow
the
engineers
and
and
develop
a
high
level
engineering
team
and
then
last,
but
certainly
not
least,
our
next
graduate
and
and
very
significant
promotion
is
our
own
regimen.
Air
reginee's
work
has
helped
us
in
a
number
of
different
ways.
The
one
that
I
want
to
highlight
is
actually
the
work
that
you've
seen
around
the
road
map,
she's,
really
matured,
that
road
map
brought
it
to
a
level
of
discipline
and
a
sort
of
sneak
peek
teaser
trailer.
I
How
do
you
understand
if
things
are
on
track
or
off
track
we're
going
to
be
bringing
to
you
and
for
the
first
time
ever
having
a
citywide
strategic
view
on
what
is
most
important
and
where
we
are
and
where
we
are
so
her
work
was
very
instrumental
in
us
understanding
and
moving
that
forward,
because
no
good
deed
goes
unpunished.
She
too
has
been
promoted
to
a
deputy
director
position
this
time
in
our
environmental
services
department.
She
brings
a
solid
engineering
background.
I
I
I
And
then
the
other
thing
is
if
you've
got
really
good
people
who
are
exceptional
leaders,
you
do
want
to
make
sure
they
have
the
space
to
grow
within
the
organization.
So
reginae
and
jay
represent
a
really
amazing
next
generation
of
senior
talent
who
are
growing
in
new
york.
So
with
that
I'll
close
with
a
personal
appreciation
to
regina
and
thank
you
for
all
of
the
good
people
who
have
been
part
of
the
innovation
team
as
we
go
forward.
B
J
K
Hi,
thank
you
two
minutes.
Thank
you
very
much.
Hopefully
there
can
be
more
people
than
myself
who
attend
these
sort
of
meetings,
but
for
me
for
the
beginner
here.
Thank
you
for
this
item.
It
was
nice
to
hear
words
about
emergency
operations,
services
things,
and
it's
always
nice
to
hear
that.
I
you
know
the
way
they
work
is
always
it's
it's
pretty
direct
and
they
they
need
to
work
pretty
matter
of
fact
on
things
and
they
don't
dilly
dally
about
issues.
K
So
it
is
I
I
I
like
working
with
emergency
services
and
their
thinking
and
ideas.
I
have
been
writing
to
yourselves
through
october.
I've
been
asking
for
yourselves
to
get
back
to
me
on
what
exactly
you
in
your
smart
cities,
roadmap.
You've
you've
stated
that
you
have
mapped
out
a
good
iot
policy
ideas
and
I'm
I'm
interested
in
exactly
what
those
ideas
can
be
I've
written
to
yourselves
many
times
now,
and
if
I
write
again
after
this
meeting,
can
someone
write
me
back
to
to
explain
what?
K
D
All
right,
so
I
want
some
time
back
and
I'll.
Tell
you
why,
because
all
these
computers
and
digital
innovation-
and
you
know
zoom,
doesn't
work
on
many
people's
computers.
Nor
does
you
know
having
to
call
in
and
key
in
all
these
numbers.
When
I
get
called
on,
I
gotta
reopen
my
phone.
Like
I
mean
there
needs
to
be
something
better
than
zoom
that
I
could
put
on
my
phone
or
my
computer,
so
the
best
way
is
just
to
call
in,
and
that's
really
you
know
key
in
these
numbers.
D
D
We
have
a
c3po
computer,
I
mean
the
star
wars
movie,
I
mean
this
is
ridiculous.
You
guys
spend
tens
of
millions
of
dollars
on
tech
and
all
these
tech,
savvy
people
and
now
you're
telling
me
there's
a
guy
who
likes
poetry
about
bicycles
and
he's
doing
this
innovative.
This
is
what
this
sounds.
Like
he's
kind
of
like
a
sophomore
in
college,
dorm
room
project
that
you
people
have,
you
know
and
guess
what
it's
not
going
to
become
facebook
or
microsoft
or
google.
D
You
guys
need
to
get
your
act
together
and
get
this
bit
and
get
the
I
mean
the
app
is
a
pile
of
proof
by
the
way
that
doesn't
work
either.
So
you
guys
are
going
to
have
to
build
better
technologies
for
people
to
use,
especially
in
the
time
of
covid
I
mean
I
can
I
mean
the
city
gave
me
a
citation.
I
can't
even
go
down
and
fight
it
because
the
court
is
closed.
D
The
computer
systems
are
all
screwed
up
because
you
guys
like
it.
This
way
I
mean
look
at
how
they
find
the
council
votes
and
places,
cities
and
counties
they
love
disaster.
So
you
can
just
you
know,
pile
on
more
money
and
look
like
you're
saving
the
day.
You're
not,
and
you
guys
need
to
fix
this
thing
with
zoom.
D
You
need
to
fix
your
311f,
and
on
top
of
that,
if
you
guys
can't
pay,
if
you
can't
pay
for
the
roads
and
fill
the
potholes,
you
can't
do
anything
and
that's
a
fact,
because
fixing
potholes
and
paving
roses
is
oldest
time.
It's
gone
back
to
millenniums
and
all
of
a
sudden,
you
guys
are
gonna,
build
deeper
computers
that
make
it
easier
for
us
to
deal
with
city
hall
and
the
county,
and
everything
else
you
guys
are
delusional,
and
the
best
thing
is,
is
the
innovation
that
the
police
department
I
mean.
L
Thank
you.
I
I
just
want
to
express
my
gratitude
to
reginee
and
and
to
jdot
and
the
entire
team.
You
know
glad
to
see
folks
are
getting
opportunities
to
to
spread
their
wings
and
and
and
move
up
the
organization,
but
it's
certainly
a
loss
for
for
our
team.
So
I
really
appreciate
all
the
great
work
they
did
and
and
everybody
kip.
I
really
appreciate
you
describing
the
contributions
of
each
of
the
six
members
of
the
team
who
who've
moved
on
in
different
ways.
I
Yes,
mr
mayor,
thank
you.
I
would
say
it's
it's
two
things.
One
is
it's
ruthless
prioritization
right,
so
we
we
have
been
as
you've
seen
with
the
road
map.
You
know
going
from
40
something
items
to
20
something
items.
So
it's
a
more
realistic
resizing,
based
on
on
on
some
of
the
reductions
in
the
size
of
the
team,
the
the
other
one
is.
We
are
going
to
be
backfilling,
some
of
the
the
positions
or
hiring
some
of
the
positions.
I
Backfilling
is
such
a
good
bureaucratic
term,
and
so
you
know
part
of
what
we
feel.
What
we
know
we've
been
able
to
do
is
we've
been
able
to
attract
extremely
talented
people
with
a
lot
of
diverse
experience.
So
we
expect
that
both
as
we
rehire
jay's
position
in
reggie's
position,
we'll
be
doing
kind
of
two
things
with
that
one
evaluating
what
it
is
that
we
need
in
them,
so
we're
not
just
going
to
necessarily
slot
them
in.
I
E
Thank
you
each
year.
I
just
want
to
echo
what
the
mayor
said.
I
I'll
be
honest
with
you
coming
from
the
private
sector,
with
over
25
years
of
private
sector
experience,
especially
in
tech.
I
had
a
bias
in
terms
of
my
perception
of
the
level
of
talent
and
skills
in
the
private
sector
versus
the
public
sector,
and
I
have
to
tell
you
that
my
perceptions
were
totally
wrong.
E
B
That's
the
san
jose
way.
I
have
no
conflicts
except
to
say
that
I
I'm
really
glad
to
see
the
work
done
on
the
iconography
stuff.
I
know
we've
been
getting
some
slack
some
flack
rather
on
on.
You
know
that
our
temporary
stopper
or
delay
and
services,
because
everything
that's
going
on,
but
it's
important
that
we're
continuing
to
perfect
the
app
best
we
can
and
transcending
languages.
So
so
the
the
iconography
stuff
is
is
big.
E
I
B
D
M
B
H
B
C
Sure
so
we
see
clearly
how
privacy
is
foundational
to
our
city's
progress
on
data
and
technology,
as
it
paves
the
way
for
adopting
new
approaches
both
quickly
and
in
a
way
that
protects
our
residents
as
you'll
hear.
Cyber
security
is
connected
to
privacy,
but
but
actually
separate
and
so
andrew
eric
and
as
our
data
privacy
lead
and
marcelo
pareto.
As
our
chief
information
security
officer
are
working
hand-in-hand
with
city
departments
and
expert
partners
on
these
efforts.
So
with
that
andrew
marcelo.
N
Thanks
rob
thanks,
kip
and
good
afternoon,
mr
chair
honorable
mayor
members
of
the
committee
and
members
of
the
public.
My
name
is
andrew
eric
assistant
to
the
city,
manager
and
city
data
analytics
lead,
I'm
joined
by
my
colleague,
marcelo
paredo,
the
city
information
security
officer,
and
today
we
will
be
presenting
for
a
review,
input
and
cross-reference
to
the
full
city
council,
a
draft
of
the
city's
first
ever
digital
privacy
policy,
as
well
as
proposed
next
steps
towards
implementation.
N
And
of
course,
all
of
this
work
in
progress
represents
enormous
opportunity
for
the
city
to
transform
the
way
that
we
serve
our
community.
But
it
also
presents
risks
that
the
data
and
information
that
is
collected,
stored
and
used
in
these
digital
platforms
could
be
used
in
unauthorized
or
undesirable
ways.
N
N
We
consider
pii
to
include
the
five
categories
of
data
and
information
that
you
see
on
this
slide.
Personal
data,
sensitive
data
image,
data,
recording
data
and
geo
location
data,
and
the
draft
policy
before
you
today
would
cover
all
systems
and
processes
that
the
city
uses
containing
data
in
these
categories
and
the
reason
that
we
care
specifically
about
pii
is
that
that
information
can
be
used
to
identify
an
individual,
and
it
can
also,
in
that
case
or
in
that
sense,
be
used
to
cause
harm.
N
As
rob
said
at
the
outset,
when
we
talk
about
privacy,
we're
really
talking
about
two
things:
two
types
of
risks:
one
is
risks
that
arise
from
unauthorized
access
to
personally
identifiable
data,
and
the
other
is
risks
that
arise
from
authorized
access.
Cyber
security,
the
left-hand
blue
circle,
is
all
about
preventing
unauthorized
access.
That
in
itself
is
an
incredibly
important
and
difficult
job
and
marcelo
and
his
team
do
it
quite
well.
However,
as
a
city,
we
don't
just
want
to
lock
up
our
data
and
throw
away
the
key.
N
We
want
and
need
to
authorize
access
and
share
information
to
data,
both
internally
within
departments
and
with
our
partners.
If
we
can
do
that
safely,
because
data
is
what
enables
us
to
deliver
services
that
are
more
effective,
efficient
and
equitable,
so
the
privacy
policy
that
you'll
hear
about
today
is
mostly
concerned
with
protecting
risks
from
authorized
access.
O
Paredo,
thank
you.
Andrew
thanks
rob
thanks.
Kip
good
afternoon
mr
chair
honorable
mayor
members
of
the
committee
and
public,
the
cyber
security
team
has
conducted
a
preliminary
data
assessment
on
where
we
have
privacy
data
based
on
the
national
institute
of
systems
and
technology
nist,
and
in
that
preliminary
data
gathering
we
safely
concluded
that
there
is
at
least
9.8
9.8
million
records
containing
pii
and
rounding
that
off
to
10
million
records.
O
We
realized
that
atlanta,
baltimore
and
other
cities
could
have
done
things
to
prevent
some
of
those
items
and,
of
course,
operationalizing.
The
privacy
policy
will
yield
some
of
those
results
that
we're
looking
for.
We
want
to
make
sure
that
we
only
collect
what
we
need.
We
want
to
make
sure
that
we
keep
only
the
data
that
we
use
and,
of
course,
that
concept
of
data
minimization
comes
really
into
play
again,
based
on
nist.
O
We've
seen
that
the
threats
have
gone
up,
vulnerabilities
have
gone
up,
the
impact
has
been
the
same
because
it's
the
same
data,
but
the
likelihood
of
that
you
know,
vulnerability
of
those
vulnerabilities
being
exploited
has
gone
up
as
well,
and
therefore
the
risk
has
gone
up,
and
so
the
risk
has
changed
due
to
covet
19
and
is
especially
targeting
our
home
based
workers
with
phishing
scams,
scams,
malware,
social
engineering,
engineering
and
impersonations
next
slide.
Please.
O
On
the
left,
you
see
our
current
cybersecurity
approach.
We've
actually
had
a
detailed
presentation
on
our
risks
in
a
closed
session
back
in
october
27
last
week,
and
so
I'm
not
going
to
go
into
the
level
of
detail.
But
again
you
can
see
that
for
the
last
three
years,
or
so,
we've
been
maturing
the
cyber
security
framework
again
and
it's
based
on
nist,
and
we
have
a
formalized
process
and
we're
looking
into
maturing
those
process.
O
And
of
course,
our
way
of
assessing
the
maturity
of
those
procedures
and
processes
is
also
a
standard
way
of
doing
that.
On
the
right.
We
have
some
of
those
gaps
that
we
that
andrew
was
alluding
earlier,
and
we
want
to
make
sure
that
our
privacy
principles
and
our
future
policy
are
able
to
address
those
those
specific
gaps
with
that
I'll
turn.
It
back
to
you,
andrew.
N
N
In
september,
2019
city
council
passed
the
city
of
san
jose
privacy
principles
which
affirm
the
values
that
we
hold
when
it
comes
to
privacy
and
the
fact
that
we
consider
privacy
to
be
an
inherent
human
right,
as
was
discussed
with
the
committee.
At
that
time.
The
principles
were
the
first
of
four
phases
of
this
work:
moving
from
principles
to
policy
to
implementation
and
to
continuous
improvement
phase,
two
focused
on
develop
developing
a
city
privacy
policy
began
in
late
2019.
N
One-Time
funding
for
our
senior
privacy
policy-
analyst,
sarah
papasulakis
in
2019
2020
that
funding
was
not
continued
for
2020
2021,
and
so,
as
we
return
to
this
privacy
work,
we
face
several
layers
of
uncertainty,
which
you
can
see
in
the
gray
box
in
the
bottom
right.
First,
future
funding,
availability
for
privacy
work
is
uncertain
and,
as
we'll
discuss
later
in
this
presentation,
the
city's
ability
to
invest
in
this
work
will
determine
the
nature
of
the
implementation
of
the
policy
that's
possible.
N
Second,
there
is
no
current
federal
approach
to
digital
privacy,
and
I
imagine,
as
we're
likely
all
aware,
the
next
federal
government
is
currently
being
decided
as
we
speak,
so
that
status
quo
of
a
lack
of
federal
approach
has
the
potential
to
change
and
that
change
would
alter
the
city's
approach
and
its
priorities.
But
that
is
very
much
unknown
at
this
time
for
a
variety
of
reasons.
N
N
Gdpr
is
a
human
rights-based
privacy
framework
adopted
by
the
european
union
in
2016,
and
since
that
time
it
has
become
the
world's
leading
privacy
framework.
It
has
been
formally
and
informally
adopted
by
private
and
public
sector
organizations
worldwide,
and
we
believe
it
will
likely
serve
as
a
framework
or
a
backbone
for
a
lot
of
federal
state
or
local
approaches
moving
forward.
N
N
We
believe
that
san
jose
should
model
not
copy
but
model
our
policy
after
gdpr.
For
these
four
reasons,
first
and
foremost,
gdpr
aligns
with
our
approach
to
privacy,
our
privacy
principles.
Gdpr
is
a
privacy
framework
based
on
the
idea
that
privacy
is
a
human
right
and
san
jose
in
its
principles
believes
the
same
thing.
N
N
N
The
second
input
has
been
the
city,
the
city's
privacy
advisory
task
force,
which
is
comprised
of
local
leaders
from
the
non-profit
industry,
technology,
industry,
government,
business
and
law
enforcement.
Who've
been
an
invaluable
source
of
advice
and
feedback,
and
the
third
is
stakeholder
engagement
and
outreach
to
city
departments.
N
Those
inputs
have
helped
developed
a
policy
containing
these
four
main
items,
and
these
are
really
the
standards
and
framework
for
how
we'd
implement
privacy
across
the
city.
First
and
foremost,
it
defines
categories
of
pii,
which
we
talked
about
at
the
beginning
of
this
presentation.
It
creates
the
standards
for
assessing
privacy
risk
and
protecting
personal
identifiable
information.
N
N
N
Should
council
approve
the
policy
staff
proposes
using
the
time
between
approval
and
the
end
of
our
fiscal
year
for
implementing
implementation,
planning
and
budgeting?
We
recommend
this
for
two
reasons.
First,
as
we
mentioned
earlier
in
this
presentation,
staffing
for
privacy
work
is
currently
minimal
and
there
are
no
staff
who
are
fully
allocated
to
this
work.
So
this
planning
period
will
allow
for
staff
to
propose
and
for
council
to
consider
staffing
and
funding
options
for
privacy
work
as
part
of
the
next
fiscal
year's
budget.
N
Second
and
importantly,
and
as
we've
talked
about
before
the
outlook
at
the
federal
and
state
level
for
privacy
policy
is
still
uncertain
and
so
giving
us
the
time
to
observe
what
continued
or
next
administration
does
on
the
on
the
privacy
policy
front
will
be
helpful
in
understanding
how
the
city
should
adjust
its
approach.
Accordingly,
during
this
planning
process,
we
anticipate
three
priorities
which
you
can
see
on
the
slide.
N
The
first
two
we've
already
talked
about
at
length
in
this
presentation,
but
we
did
want
to
mention
that
as
part
of
this
planning
process,
we
do
anticipate
a
community
outreach
and
education
process
to
more
deeply
educate.
Residents.
Understand
community
concerns
and
understand
how
to
prioritize
implementation
moving
forward.
This
is
a
work
that
we
began
in
march
before
covet
started
with
our
nonprofit
partner,
civic
makers
and
is
already
funded
through
re-budget
of
those
original
funds,
and
so
we'd
anticipate
continuing
that
work
to
inform
the
design
of
our
implementation
moving
forward.
N
We
want
to
note
that
we
are
not
asking
committee
or
council
to
make
any
budget
decisions
at
this
time,
but
we
did
want
to
preview
the
implications
of
potential
conversations
during
the
budget
process
for
2021
2022
and
at
a
high
level.
We
envisioned
three
potential
levels
of
service
enabled
by
different
levels
of
funding
at
existing
funding
levels,
meaning
no
full-time
privacy
staff.
Existing
staff
would
be
able
to
implement
a
reactive
privacy
posture,
meaning
we
could
respond
to
the
highest
priority.
Privacy
risks,
but
little
else
this
would
be
a
minimal
posture
at
partial
funding
levels.
N
The
bold
and
id
the
bolded
items
in
each
column
represent
new
funding
that
would
be
required,
which,
for
the
responsive
privacy
posture
is
estimated
to
be
approximately
500
000
and
for
the
proactive
privacy
posture
estimated
to
be
a
million
dollars
annually.
These
are
preliminary
estimates
and
we
will
refine
them
over
the
course
of
the
planning
process,
but
we
felt
it
important
to
share
with
council
and
the
community
at
this
time
to
help
align
expectations.
Moving
forward.
N
So,
as
an
immediate
next
step,
we
recommend,
as
discussed,
that
committee
cross-referenced
the
policy
for
approval
at
full
council
and
should
council
approve
the
policy.
We
expect
to
move
forward
with
the
planning
phase
on
the
following
timeline
and
to
report
back
to
smart
cities
committee
as
part
of
the
january
to
june
2021
work
plan,
and
we
would
also
anticipate
including
funding
options
for
council
consideration
as
part
of
the
2021
2022
budget
discussions.
I
I
think
I'm
taking
this
one
or
do
you
have
something
rob
yeah
so
just
a
couple
of
things
very
quickly
and
we'll
try
to
turn
it
over
to
you
on
the
committee
and
the
in
the
community.
You
know
this
is
this:
is
one
of
the
pieces
of
work
actually
that
we've
accelerated?
This
was
originally
scheduled
for
january
and
we
were
able
to
pull
it
forward
because
we
were
able
to
carve
out
some
space
to
work
on
this.
To
get
this,
bring
this
policy
to
you
for
your
recommendation.
I
I
This
is
what
san
jose
wants,
and
only
san
jose
wants
we'd,
be
at
risk
of
not
being
able
to
work
with
the
large
number
of
tech
partners
that
we
want
to
by
choosing
an
existing
policy
that
works
at
scale
with
the
european
union.
We're
able
to
say
this
is
what
we
want,
and
anybody
who's
already
in
the
global
market
will
both
understand
that
and
ideally
have
already
built
their
systems
in
a
way
that
can
be
compliant
with
it.
I
So
we're
trying
to
leverage
the
good
work
of
our
european
partners
in
this
case
to
make
something
that
works
for
san
jose
in
the
absence
of
a
national
policy
and
as
andrew
said,
we'd.
Much
rather
have
this
solved
at
a
national
level
or
even
a
state
level,
but
without
that
we
really
felt
we
needed
to
move
forward
to
make
sure
that
personally
identifiable
information
as
we
move
toward
a
smarter
city
is,
and
the
protection
of
that
is
taken
extremely
seriously.
K
Minutes
hi:
this
is
the
loving
life
of
the
love
of
my
life
at
this
time.
So
so
thank
you
for
this
item.
To
begin,
rob,
lloyd.
You
know
mentioned
that
this.
These
ideas
are
separate
from
from
technology
practices
of
the
city.
That
is
going
to
be
something
we
have
to
very
much
consider
for
our
future.
That
I
don't
think
is
going
to
be
our
philosophy
for
the
future.
K
You
talked
about
the
human
rights
issues
of
this
of
these
things.
Thank
you.
That's
a
really
good
start
and
you
want
to
use
the
gdpr.
Kip
has
always
talked
about
the
gdpr,
and
you
know
so.
You
do
have
good
ideas,
but
you
know
human
rights
is
kind
of
an
international
way
to
talk
about
technology,
civil
protection
issues
in
this
country.
K
We
use
the
term
civil
protections
and
civil
rights,
and
that
is
like
kind
of
illegal
and
banned
by
yourselves,
because,
basically,
what
rob
lloyd
said
from
the
beginning,
you
are
basing
your
technology
on
capitalist
practices
and
how
to
make
money,
and,
and
what
is
the
next
greatest
innovation
with
technology
itself,
when,
instead,
you
guys
can
be
practicing
accountable
practices,
civil
rights
and
civil
protection
ideas.
Those
are
the
ideas
that
brings
a
community
together,
and
I
think
the
community
would
be
incredibly
excited
to
be
working
on
such
a
project.
K
They
would
be
talking
to
you
regularly
and
we
regularly
would
be
having
you
know,
intelligent
debate
about
the
process
of
this
country
and
exactly
what
is
this
country
and
we're
talking
about
our
tech
in
terms
that
are
safe
and
responsible
and
making
it
a
safe
process
to
talk
about
the
future
of
our
country.
You
know
in
terms
of
civil
rights
in
terms
of
civil
protections
and
that
ends
up
becoming
a
great
export
to
the
rest
of
the
world.
K
J
J
I
have
a
few
questions.
Just
how
will
the
lack
of
funding
for
the
privacy
depart
department
affect
the
implementation
of
a
smart
city
if
the
future
depart
privacy
funding
is
uncertain.
It
makes
me
concerned
that
all
the
data
being
collected
by
the
smart
city
isn't
going
to
have
proper
oversight
and
and
whatnot,
so
I
feel
like
it
may
be
irresponsible
to
continue
with
the
smart
city
implementation
without
proper
privacy
oversight.
Additionally,
I
I
don't
know
if
this
is.
J
If
what
I'm
the
next
two
points,
I'm
about
to
bring
up
if
the
privacy
policy
is
the
most
appropriate
place
to
to
insert
them
and
if
they're
not.
If
it's
not,
I
apologize,
but
I
wanted
to
get
them
on
the
public
record
anyway.
It,
the
privacy
policy,
doesn't
address
sharing
data
with
law
enforcement
with
the
implementation
of
the
smart
city
coming
in.
J
I
I
I
I'm
worried
that,
just
without
restrictions
of
sharing
that
data
with
law
enforcement,
we
would
be
enabling
mass
surveillance
on
the
citizens
of
san
jose
via
all
the
technologies
that
we're
implementing
through
the
smart
city
and
then
also
our
organization.
We
very
soon
we're
going
to
start
doing
a
push
to
ban
facial
recognition,
surveillance
by
every
law
enforcement
agency
in
the
county.
J
B
D
D
D
I'm
not
gonna
get
rid
of
facial
recognition,
software,
the
city's
a
lied
before
he
doesn't
well,
it's
all
you
do
is
lie.
I
mean
for
years
law
enforcement
said
they
didn't
have
ticket
quoted
and
then
come
to
find
out.
They
did
thanks
to
the
state
of
the
information
act,
san
jose,
pd,
being
one
of
the
lying
organization,
law
enforcement
organizations.
D
And
now,
if
you
tell
a
cop,
they
have
quotas,
they
tell
you.
We
don't
do
that
anymore.
That
means
they
used
to
do
it,
but
when
they
were
doing
it,
they
lied
to
you
and
that's
for
cameras
and
everything.
The
city
goes
100
or
whatever
for
you
to
have
a
camera.
You
catch
somebody
breaking
into
your
house.
D
They
don't
even
want
to
see
the
the
footage
because
they're
they're
under
staff
to
try
to
prosecute
I
mean
you
know
you
call
up
9-1-1
or
3-1-1
to
report
a
crime,
and
you
have
a
lot
of
data
on
somebody
and
they'll.
Tell
you.
You
know
over
the
phone
that
the
d.a
won't
prosecute,
so
they
don't
need
to
send
somebody
out.
So
you
know
you
have
all
these
wonderful
ideas
about
coffee
in
europe
and
how
they
do
things
and
that's
wonderful,
but
when
the
rubber
meets
the
road,
the
staffing
everyone's
lazy
at
the
city.
D
Right
I
mean
you
guys,
aren't
going
to
be
able
to
control
the
data.
They've
never
been
able
to
control
data.
It's
too
busy,
and
I
I
don't
trust
it
in
the
law
enforcement
people's
hands.
They're
they're
they're
losers,
like
they
they
they
lose
evidence.
They
lose
everything.
They
don't
know
what
they're
doing
they
don't.
They
can't
use
the
technologies
that
they
have,
because
you
guys
are
wasting
time
time
and
money.
You
need
to
get
back
to
like
real
person-to-person
contact
with
with
fixing
things
patrolling
the
city
fixing
the
world
this.
This
competition.
B
L
L
I
know
this
is
a
very
difficult
time
to
be
talking
about
accelerating
work,
but
really
is
one
of
those
things
that
is
foundational
to
so
much
more
that
we
want
to
do
in
our
city,
and
I
think
it's
foundational
also
for
a
lot
of
external
stakeholders,
foundations
and
others
who
can
help
us
fund
that
work
and
so
being
able
to
have
this
in
place.
I
think,
is
awfully
important.
So
thank
you
for
for
doing
the
work
and
and
accelerating
it
as
you
have
just
so.
I
understand
the
five-page
council
policy.
L
That's
attached
here,
that
is
our
privacy
policy.
At
least
that's
what's
proposed
at
this
point,
and
then
there
was
a
reference
to
an
administrative
privacy
policy.
What
does
this
all
look
like?
So
this
goes
to
council
and
then
the
administrative,
private
privacy
policy.
You
guys
work
on
separately.
How
is
that
all
kind
of
getting
rolled
out.
N
Sure,
mr
mayor,
that's
exactly
right,
so
the
council
policy
would
be
the
city's
policy
and
and
would
lay
out
the
standards
that
we
would
apply,
and
then
the
the
administrative
policy
really
lays
out
the
process.
Steps
basically
like
how
we
would
implement
risk
assessments,
data
protection,
impact
assessments
and
the
exact
steps
that
would
that
would
be
gone
through
and
which
offices
and
departments
on
the
administrative
side
would
be
responsible
for
carrying
those
out.
So.
F
L
I
Yeah,
I
would
say
two
things:
one
is
it's
it.
I
want
to
make
it
clear
that
it's
it's
not
like
we're
flying
without
any
privacy
policy
at
the
moment
right,
so
we
have.
We
have
an
overall
way
that
we
approach
making
sure
that
pii
is
is
secure
both
from
a
cyber
security
from
a
privacy
standpoint.
So
this
is
really
strengthening
that
some
individual
departments
have
particularly
strong
individual
privacy
policies
such
as
the
library.
I
So
what
I
would
say
is
this
gives
us
the
the
approval
of
this
by
the
full
council
will
give
us
formally
a
privacy
full
overarching
digital
privacy
policy
for
the
first
time,
and
then
we
will
can
rapidly
follow
up
it's
again,
somewhat
dependent
on
funding
with
making
sure
that
that
is
implemented
across
the
board.
So
the
the
administrative
policy
is
really
the
implementation
of
it.
I
L
E
I
Well,
good
news:
the
aclu
is
one
of
the
members
of
our
task
force,
as
is
the
naacp,
as
is
the
markula
center.
As
a
are
a
number
of
great
institutions,
including
some
of
the
folks
at
cisco
who
are
experts,
some
folks
that
we
have
stanford
affiliations.
Do
we
have
a
slide
with
the
all
of
the
members
on
the
task
force
andrew?
E
I
Yeah,
you
see
the
list
here
and
victor
zen,
who
has
been
extremely
active
and
engaged
with
us
since,
before
we
had
this
task
force.
Is
their
representative
and
he's
been
a
great
conduit
for
us
bringing
bringing
forward
a
number
of
different
issues,
as
well
as
everybody
that
you
see
here
from
stanford
law,
cisco,
san
jose
state,
the
marcus
center
at
santa
clara
and
then
santa
clara
county
as
well?.
E
B
I
I
would
say:
california's
had
a
number
of
different
debates
around
how
they
want
to
do
privacy.
As
you
know,
the
recent
ballot
measures
also
changed
their
privacy
landscape,
but
they
have
not
adopted
something
as
comprehensive
as
or
they
have
not
gone
to
the
measure
of
adopting
gdpr.
There
were
some
discussions,
as
I
was
heard,
about
the
state
level
of
using
a
similar
framework,
but
they've
chosen
so
far
not
to
go
with
that
approach.
B
I
Yeah
yeah
there's
some.
There
are
some
pieces
where
we're
not,
and
this
is
the
reason
why
we're
not
saying
we
are
applying
gdpr
wholesale.
There
are
some
things
within
gdpr
that
that
would
be
difficult
or
almost
impossible
for
us
to
do
without
a
larger,
larger
adoption
of
gdpr
at
the
state
or
the
federal
level,
for
example.
I
So
the
right
to
be
forgotten,
which
is
both
in
gdpr
and
in
many
european
laws,
including
very
deeply
in
german
law,
basically
says:
hey,
take
every
reference
you
have
out
of
me
to
me
out
of
your
records
period.
That's
not
something
that
we
have
recommended
in
this
iteration
going
forward
both
because
it
doesn't,
it
hasn't,
been
a
tight
fit
with
the
policy
guidance
that
you've
given
us,
and
also
it's
a
very
technically
complicated
thing
to
do
well.
Sure.
B
B
I
guess
I'll
just
share
a
trepidation
in
the
sense
of
to
the
extent
that
europeans
set
up
high
barriers
with
these
sort
of
policies
that
perhaps
may
dissuade
commerce
to
some
degree.
I
hope
we're
sensitive
to
that
when
it
comes
to
san
jose
as
well,
because
we're
still
trying
to
attract
employers-
and
I
know
google's
coming
so
we're
well
aware
of
that-
but
to
the
extent
that
we
set
up
standards
that
are
so
high
and
so
perfect,
it
creates
difficulties.
It's
just
something
that.
I
I
I
agree,
and
you
know
I
first
began
discussing
gdpr
in
2012
when
I
was
in
paypal-
and
so
you
know,
fintech
in
general,
is
is
very
concerned
about
that
type
of
regulation
and
understanding
them,
and
I
think,
as
I've
watched
it
not
as
part
of
paypal
anymore,
but
watched
it
from
this
side
of
things.
What
I've
seen
is
by
and
large
tech
companies
have
been
able
to
comply
with.
Gdpr
hasn't
always
been
easy
for
them,
but
it
hasn't.
I
It
hasn't,
shut
down,
fintech
or
other
companies
from
from
being
able
to
operate
within
the
european
context
and
respect
privacy.
But
it
is
certainly
something
that
we
keep
an
eye
on
and
actually
part
of,
the
reason
that
we
want
gdpr
rather
than
making
something
up
that
might
inadvertently
drive
every
every
potential
partner
away.
Perfect.
B
B
E
B
C
Missed
my
mute
button,
digital
strategy
has
become
a
necessity
and
the
urgency
has
increased
with
covet
19's
turning
us
into
a
virtual
organization,
but
this
moves
also
beyond
traditional
and
simpler
online
engagement
approaches
and
and
pushing
information.
It's
now
about
service
delivery,
it's
about
using
online
and
mobile
and
phone
and
bot
channels.
Whatever
is
the
most
comfortable
to
our
community
and
the
different
portions
of
our
community.
There's
also
an
aspect
of
automation
so
with
that
jerry's,
jerry,
kelly
and
trevor
and
matt
are
going
to
present
that
item
but
kip.
F
M
F
P
P
Q
Thanks
so
much
matt
good
afternoon,
mr
chair
honorable,
mayor
committee,
members
staff
and,
of
course,
the
public,
my
name
is
trevor
gould.
I
am
also
a
senior
executive
analyst
for
the
city,
manager's
office
of
communications
and
my
main
focus
areas
are
analytics:
digital
marketing
and
general
communications.
We
wanted
to
briefly
touch
upon
some
of
the
high-level
key
performance
indicators
for
our
website
for
2020
so
far,
so
naturally
we'll
start
with
website
visitation
and
page
visits.
Q
Up
to
this
point,
we
have
at
this
point
surpassed
4.8
million
total
page
visits
and
that
has
already
eclipsed
all
of
our
website
traffic
from
2019,
which
was
roughly
four
and
a
half
million
in
terms
of
the
top
five
pages
of
2020.
You
can
see
them
listed
here
I
mean
the
home
page
makes
sense
from
a
common
sense
perspective.
Emergency
notifications
make
sense
from
a
contextual
standpoint,
given
everything
we've
been
through
this
year
and
three
through
five
frankly
just
speaks
to
the
fact
that
animals
are
indomitable
in
terms
of
their
appeal
to
the
general
public.
Q
Next,
we
have
a
mobile
visitation
and,
as
of
so
far
this
year,
mobile
devices
constitute
40
of
total
web
page
traffic
and
that's
up
8
from
2019.
Now
we're
excited
about
this
because
matt
previously
alluded
to
responsive
design,
which
was
one
of
the
major
key
tenets
for
our
reimagined
digital
front
door
and
directly
contributes
to
a
great
user
experience,
particularly
on
mobile
devices.
Q
So
we
are
happy
to
see
this
uptick
in
terms
of
total
percentage
of
website
traffic
and
actually,
if
you're,
just
looking
at
it
from
a
raw
traffic
perspective
from
mobile
devices,
we're
up
26
year
over
year
from
last
year
to
this
year.
So
we're
very
excited
about
that
development.
Next,
we
all
know
them.
We
have
our
emergency
pages.
They
served
as
one
of
the
many
foundations
for
our
ongoing
response
to
covid
and
all
the
other
local
emergencies.
Q
The
average
user
spends
4
minutes
and
40
seconds
there,
which
means
not
only
of
course
they
find
the
page,
but
they
stay
for
the
resources,
the
end,
the
information,
and
so
that
was
really
reassuring
and
something
we
were
happy
to
find
out.
Finally,
we
all
know
them
they're
our
flasher
points.
We've
sent
out
1.6
million
of
them.
That
m
is
correct,
we're
happy
because
we
have
enjoyed
an
average
open
rate
percentage,
45
percent,
and
that's
about
20
percent,
the
government
industry
standard
and
in
the
process
we've
managed
to
accrue
4
000
additional
subscribers.
Q
Q
Q
And,
as
you
can
see,
it's
no
coincidence
that
the
emergency
notifications
page
has
vaulted
into
the
top
10
there
this
year,
due
to
the
fact
they've
received
so
much
traffic
without
further
ado.
I'd
actually
like
to
hand
it
back
to
matt,
so
matt
can
give
some
credit
or
credit
is
more
than
due
back
to
you.
Matt.
P
P
We
will
continue
to
collaborate
and
help
support
the
emergency
operations
center
or
eoc,
and
the
emergency
public
information
office
or
epio
in
the
city's
covet
19
response
and
recovery
we'd
like
to
take
a
quick
moment
to
thank
all
of
the
eoc
and
epio
team
members.
We
have
worked
with
so
far.
There
have
been
long
days
and
hours
and
we
would
not
have
been
able
to
accomplish
this
great
work
without
their
dedication
and
passion
to
help
residents.
P
We
will
also
continue
to
work
alongside
the
website
vendor
and
support
city
departments,
including
web
publishers
and
web
editors.
While
we
iterate
improve
and
enhance
the
experience
provided
by
the
city's
digital
front
door,
we
look
forward
to
working
with
the
powered
by
people
2.0
group
and
contributing
to
their
greater
work
plan.
I'd
now
like
to
hand
it
over
to
kelly
parmly,
who
will
speak
more
on
powered
by
people,
2.0.
M
Wow,
thank
you
matt
and
trevor.
That's
a
really
powerful
foundation
in
terms
of
describing
how
far
we've
come
with
that
digital
front
door,
and
so
my
job
is
to
help
elevate
the
role
of
people
in
this,
and
it
may
be
curious
to
many
of
you.
How
we're
talking
about
technology
and
how
jerry
in
a
few
minutes
is
going
to
talk
about
alignment
of
of
internal
and
external
strategies
that
I
come
here
and
talk
about
how
important
it
is
to
invest
in
our
people
as
part
of
the
equation.
M
I
often
say
to
folks
that
we
could
take
the
approach
of
build
it
and
they
will
come
and
in
fact,
if
we
don't
have
our
workforce
and
our
folks
trained
in
some
mindsets
and
some
tools
and
technologies
and
ways
of
working
together,
that
digital
transformation
may
actually
not
occur
as
well
or
as
scale
as
we
would
like.
So
in
the
next
slide,
this
is
one
that
I'm
sure
will
resonate
with
many
of
you.
M
I
care
deeply
about
making
sure
we
invest
in
our
employees
to
be
successful
with
what
our
folks
in
civic
innovation
and
I.t
want
to
accomplish.
I
think
the
second
one
in
terms
of
fostering
a
culture
of
change
is
it's
not
uncommon.
In
any
organization,
I've
learned
from
large
private
sector
colleagues,
as
well
as
folks
in
bureaucratic
government
settings
that
oftentimes
we
do
not
empower
staff
to
make
the
changes
or
to
be
able
to
champion
and
lead
changes
in
how
we
do
things
that
often
phrase.
M
If
that's
we've
done
it
this
way
and
it
hasn't
broken
and
it's
it's
working
just
fine.
It's
certainly
one
of
those,
but
what
I've
come
around
to
notice,
particularly
with
the
one
pilot
I'll
say
I'll
speak
to
in
a
moment,
is
that
oftentimes,
the
empowerment
is
literally
giving
them
permission
to
do
it,
but,
more
importantly,
is
to
be
able
to
arm
them
with
the
skills,
the
mindsets
and
the
support
of
their
leadership.
To
do
this
so
fostering
that
culture
is
really
important.
M
As
a
foundation-
and
I
think
that's
been
illustrated
significantly
in
the
work
through
the
eoc
and
our
are
taking
opportunities
during
the
pandemic,
to
move
things
forward
and
and
what
we
need
to
do
in
terms
of
the
next
level
is
to
to
move
to
this
area
more
broadly
in
its
scale
around.
What's
called
human-centered
design,
which
I'll
describe
in
just
a
second.
So
on
the
next
slide,
pretty
soon,
y'all
might
get
a
little
tired
of
seeing
power
by
people
2.0.
M
M
That
means
we
are
grappling
with
challenges
around
working
with
dispersed
teams,
and
so
what
do
we
need
to
support
our
employees
to
do
the
things
that
we
want
to
have
happen
in
digital
ways,
with
our
community,
with
our
residents
and
also
in
service
of
our
employees?
So
I
think
in
thinking
about
that
and
coming
up
with
a
vision
for
where
we
might
go.
M
So
on
the
last
slide
here
that
I'll
show
you
is
that
we
have
partnered
with
civic
majors,
which
you
heard
eric
andrew.
Oh,
my
goodness,
I
said
it.
I
knew
I
would
andrew
eric
mention
in
terms
of
the
privacy
work
but
they're
also
an
incredible
partner
in
working
with
people
to
develop
the
skill
sets
and
and
the
in
the
mindset
actually
about
embracing
a
new
way
of
taking
our
government
services
and
thinking
about
our
residents.
M
Two
things:
a
pilot
of
about
15
people,
six
intensive
sessions,
including,
what's
called
a
demo
day,
so
it's
lightly
scaled
down
from
us
like
a
small
wonders
project,
would
be
including
three
sessions
with
executive
staff
to
help
build
that
leadership,
sort
of
mindset
around
human-centered
design,
but
also
building
the
capabilities
and
capacities
and
mindsets
of
15
people.
So
what
did
we
do?
M
So
in
order
to
test
out
how
to
bring
them
skills
that
would
be
useful
in
a
digitally
transformation
way,
but
also
see
if
we
could
get
some
research
on
what
it
is,
employees
actually
need
we've
combined
those
two
into
three
teams
who
are
looking
at
those
very
questions
of
how
might
we
create
an
engaged
and
informed
workforce?
How
might
we
optimize
virtual
productivity
and
how
might
we
create
a
unified
digital
workspace,
and
so
that's
what
they're
going
through
the
human
center
design
approach?
M
Is
there,
and,
I
would
say
it's
a
design
with
and
not
for
the
end
user,
so
they're
actually
asking
employees?
What
is
it
that
you
need
in
order
to
be
successful
and
be
able
to
serve
well
so
with
that?
I'm
going
to
turn
it
over
to
jerry
who
actually
connect
the
humans
to
what
they're
they're
coming
up
with
from
alignment
of
external
and
internal
digital
strategies.
F
F
For
external
tools,
we
need
high
standards
for
accessibility
and
language
translation.
We
need
consistent
user
experience
and
foundational
technologies
and
we
need
prioritized
digital
services
based
on
the
needs
of
our
residents,
creating
a
com
and
in
the
middle.
You
can
see
that
we
need
to
also
create
a
common
culture
so
that
the
expectations
both
internally
mirror
those
externally
and
in
reverse.
So
an
inside
outlook
and
an
outside-in
look.
F
F
To
quote
a
recent
harvard
harvard
business
review
article
on
digital
transformation.
Success
requires
bringing
together
and
coordinating
a
far
greater
range
of
effort
than
most
leaders
appreciate
a
poor
showing
in
any
of
the
four
interrelated
domains.
Technology
data
process
or
organizational
change
capability
can
scuttle
an
other,
otherwise
well-conceived
transformation.
G
G
She
is
very
focused
on
evolving
global
workforce,
around
innovation
strategy
and
really
kind
of
training
that
next
set
of
leaders
she's
a
member
of
the
uc
merced
innovation
and
entrepreneurship
lab
and
she's
also
worked
with
the
city
of
san
jose
before
working
on
the
silicon
valley,
talent,
partnership,
david
o'reilly,
has
joined
us
with
a
very
strong
amount
of
experience
in
leading
digital
healthcare
and
life
sciences.
Companies
he's
currently
the
co-founder
and
ceo
of
dyad
therapeutics,
which
is
focused
on
parkinson's
disease
and
other
neurodegenerative
disorders.
G
Rethenka
prasad
is
very
focused
on
environmental
issues.
She's
got
a
role
with
the
energy
leading
the
energy
strategy
at
the
environmental
defense
fund
and
she's
working
towards
a
net
zero
emissions
capability.
She
also
was
a
consultant
at
bain
and,
in
addition
to
being
from
hbs,
has
a
masters
from
the
kennedy
school
of
government
and
then
lastly,
we
have
carlos,
who
has
a
very
strong
passion
around
tech,
enabling
communities
focusing
on
health
and
also
socioeconomic
inclusion,
he's
currently
a
product
manager
at
google.
G
G
Really,
what
we're
trying
to
focus
on
here
is
making
sure
that
we
have
a
a
view
of
what
hbs
can
do
to
focus
on
the
external
side
of
the
objectives,
while
partnering
very
closely
with
the
people
by
people
2.0
initiative
to
ensure
the
internal
city,
employees
have
the
ability
to
service
the
residents
in
the
most
effective
manner.
So
our
focus
is
going
to
be
on
that
orange
box
on
the
very
top
of
that
last
slide
and
really
trying
to
be
able
to
focus
on
a
few
key
things.
G
So
one
is
doing
an
as-is
analysis
so
that
we
can
gather
information
on
what
is
done
today.
Gathering
the
city
goals,
what
their
objectives
are
and
really
understanding
what
the
areas
of
opportunity
is.
Second
thing
is
to
focus
on
how
residents
want
to
consume
the
city
of
san
jose
services.
This
is
the
bulk
of
the
work
we're
going
to
be
leveraging
input
from
you
and
others
that
you
will
point
us
to
within
the
organization
who
know
the
community's
needs
the
best.
G
An
art
of
the
possible
so
to
speak
again,
keeping
the
resident's
needs
in
mind
first
and
then
partnering
very
closely
with
the
internal
teams
to
make
sure
that
the
employees
do
have
the
ability
to
execute
on
this,
because
these
two
things
are
kind
of
operating
as
two
sides
of
the
same
coin.
So
with
that
jerry
I'll
give
it
back
to
you.
F
F
All
of
that
is
going
to
take
an
immense
amount
of
time
and
effort
and
will
require
some
dollars,
as
we
start
to
move
into
optimizing
technologies
and
and
working
on
our
foundations
that
we
need.
So
we
I'll
say
again
that
the
the
purpose
of
the
harvard
work
is
to
help
us
get
a
consistent
strategy
and
also
get
an
estimate
of
what
the
size
of
the
effort
is
going
to
be
now
going
to
turn
it
over
to
rob
for
closing
comments.
C
Thanks
jerry
thanks
kelly.
Thank
you
trevor.
Thank
you,
matt
on
all
that
good
work,
yeah
the
overview
of
the
journey
that
we've
been
on
and
that
my
san
jose
launched
in
2017
the
website
launched
in
2019
and
all
the
significant
work
aims
actually
at
our
next
agenda
item
too,
or
at
least
interfaces
with
our
agenda
item
for
the
I.t
strategic
plan.
C
Rock
on
and
and
the
course
of
direction
that
we
got
from
city
council
in
2016
was
the
smart
city
vision
for
san
jose
and
the
goal
to
be
the
most
innovative
city
in
north
america
by
2020..
We
since
tweaked
that
a
little
bit
to
say
in
2020-
and
we
do
have
some
hope
to
report
some
good
stuff
on
that
in
in
this
month,
but
the
the
direction
of
that
plan
was
to
set
what
is
important
to
the
city
and
where
we
want
to
go
with
technology.
C
So
we
could
achieve
the
more
colloquial
term
that
we
used,
which
was
so
that
san
jose
is
as
innovative
as
the
community
we
serve
and
in
the
course
of
that
we
had
three
pieces
to
it.
One
was
the
smart
city
road
map.
One
was
the
small
wonders,
which
was
the
experimentation
that
jerry
and
kelly
and
others
talked
about,
and
the
other
was
the
I.t
strategic
plan
proper,
which
was
how
we
matured
our
it
platforms,
our
services,
our
culture,
to
be
able
to
support
everything
that
the
city
wanted
to
do.
Council
back
then
had
said.
C
We
need
it
not
to
be
a
back
office
solution,
but
a
strategic
asset
and
partner
to
the
organization.
So
all
that
work
suffice
into
this
one-page
I.t
strategic
plan
summary
where
we
had
some
key
metrics.
We
said
these
are
the
things
we're
going
to
focus
on
and
in
six
we
said,
here's
a
couple
initiatives
that
council
said
are
especially
important
to
it
at
the
time
and
some
underlying
assumptions
that
we
had.
C
That's
a
good
thing,
and
it's
it's
it's
fine,
because
we
practice
kind
of
agile,
strategic
planning
here
realizing
every
year
priorities
can
change,
the
community
can
need
different
things
and
council
can
ask
for
a
different
set
of
focus
and
over
the
course
of
hours.
For
example,
we
had
access
east
side,
digital
inclusion.
C
We
had
a
couple
natural
disasters
to
contend
with
a
pandemic,
so
all
those
things
shaped
what
we
were
able
to
accomplish,
but
in
in
some
on
the
measures
that
we
said
were
going
to
be
important
to
us,
we
were
able
to
drastically
increase
customer
satisfaction.
The
project
success
rate
for
it
increased
dramatically.
C
It
reliability
hit
its
99.9
percent
uptime,
where
previously
we
were
declining
because
of
a
lot
of
tech,
debt,
our
employee
engagement
tripled
and
our
core
budget,
which
we
set
the
goal
of
three
to
five
percent,
we're
at
least
able
to
close
to
double
our
expired
hardware,
drastically
reduced
and
the
vacant
positions.
That
council,
I
remember
when
I
did
my
interview
said
this-
is
really
an
important
topic
to
us
because
of
the
attrition
and
vacancy
rates,
even
with
a
hiring
freeze.
C
The
key
first
couple
steps
are:
we
set
the
assessment
and
say
what
is
the
lay
of
the
city
and
the
state
of
the
city?
We
talk
about
some
strategies
that
unify
those
needs,
so
we're
not
dealing
with
things
as
reactionary
or
one-off
items,
but
we
try
to
coalesce
all
the
needs
across
the
city
into
some
clear
directions.
C
Here's
what
we
talk
about
when
we
say
there's
a
lot
of
stuff
that
comes
into
this
planning
process
from
this
city,
manager's
office
and
departments.
We
have
what
their
departmental
needs
are,
where
they
need
to
take
the
departments
that
they
lead.
We
have
committee
and
council
to
tell
us.
This
is
really
where
we
need
the
city
to
be
and
and
two
in
three
and
five
years,
and
we
need
you
to
support
that.
C
We
have
some
audits
that
inform
our
direction
as
well,
there's
some
trends
and
risks
in
it,
the
as
an
industry
or
even
like
privacy
and
other
topical
items.
In
this
case,
we
also
have
what
what
jerry
introduced
with
lonnie
the
digital
services
push.
That's
going
to
be
very
definitive
of
our
success.
C
All
this
is
going
to
give
us
basically
four
products
that
we
deliver
to
the
committee
and
for
council
approval,
after
that,
one
is
the
strategies
and
core
metrics
of
what
we're
going
to
try
to
do
and
how
the
other
one
is,
how
we
should
organize
the
resources
of
I.t
to
accomplish
that
best.
How
do
we
resource
that
in
the
context
of
the
city
and
our
budget,
and
what
we
see
is
the
future
in
the
forecast
and
then
the
objectives
and
key
results?
How
we're
going
to
manage
that?
C
So
we
deliver
the
results
like
we
have
with
success.
In
the
past
plan
here
are
a
couple
initial
priorities
and
structural
questions
we
already
have-
and
this
is
based
on
things
that
we've
discussed
in
the
committee-
things
that
we've
seen
and
the
pandemic
response
and
other
items.
But
we
do
believe
that
there
is
gonna
have
to
continue
to
be
that
relentless
focus
on
disaster
preparedness
and
specifically,
how
do
we
go
from
recovery
response
to
recovery
with
a
pandemic
and
that's
gonna,
be
definitive
of
who
we
are
for
the
for
the
coming
years.
C
So
the
the
flow
that
we're
going
to
go
through
is
right.
Now
we're
presenting
the
approach
and
that's
november
2020
from
here
and
the
feedback
you
give
us
and
some
privatization
that
c
city
manager's
office
is
doing
we're
going
to
then
put
that
analysis
and
input
together.
So
we
have
an
initial
plan
from
there
we'll
get
the
feedback
and
refine
it
plan
approvals
attached
metrics
do
the
vetting
process
with
the
outside
experts
and
our
advisory,
so
that
we
can
bring
you
hopefully
in
the
first
half
of
2021.
C
We
have
three
kind
of
definitive
questions
that
will
help
us
get
started
on
the
right
foot
and
we
would
like
council's
feedback
on
this.
So
we
can
incorporate
it
into
the
start
of
our
planning
process.
Number
one
is,
is
what
did
the
committee
see
in
the
it
strategic
plan?
That's
just
concluding
that
worked
and
did
not
work
at
a
policy
level,
and
and
how
would
you
give
us
some
some
feedback
on
that?
Another
one
is
what
the
council's
committee
council's
appetite
for
high
level
change
would
be.
C
But
please
please
give
us
those
insights
and
then,
if
we
can
kind
of
do
an
amazon
type
of
approach
and
do
the
vision
at
the
end
at
the
beginning
and
ask
you
if
we're
in
2013,
and
you
could
write
one
sentence
about
where
san
jose
describing
san
jose
innovation
technology,
then
what
would
it
be
right
now?
What
is
that
that
vision
you
would
have
for
us,
and,
and
so
with
that,
we're
open
to
input?
We
would
like
you
know
your
feedback
on
those
questions,
but
that's
it
for
our
presentation
portion.
I
I
What
we'll
do
is
we'll
I'll
just
say
one
thing
really
quick
and
then
we'll
hand
it
back
to
you,
chair
on
the
last
item,
to
take
both
public
comment
and
then
council
discussion
and
any
action
on
that,
and
then
we
will
have
given
you
the
total
advance
preview
of
this
one
before
we
get
going
but
appreciate
the
enthusiasm
rob
so
the
one.
The
one
thing
I
want
to
add
to
the
the
last
presentation
was
lonnie:
I'm
gonna,
I'm
gonna
call
you
out
on
this
one.
I
G
I
Yeah,
I
just
want
to
underscore
that,
because
this
is
this
is
the
type
of
group:
that's
really
a
dream
team,
and
for
them
to
do
it
not
only
at
this
high
level
professionalism,
but
also
to
do
it
pro.
Bono,
as
they
say,
is
extraordinary
and
and
lonnie
particularly
we're
glad
to
have
you
leading
this,
because
you
do
understand
the
intersection
of
tech
and
service
in
a
very,
very
deep
way,
and
you
also
understand
san
jose.
So
with
that,
we
will
conclude
our
previous
presentation
and
turn
it
back
over
to
you,
mr
chair.
K
Hi,
I
hope
this
means
that
we
can
still
speak
on
the
next
item.
Thank
you
for
this
item.
It
was
very
informative.
I
very
much
apologized
that
I
was
a
bit
over
strong
in
my
you
know.
Last
words
this
has
you
know
some
interesting
ideas
of
of
love
and
human
care
to
it.
You
know,
but
it's
with
that,
that
you
know
I
I
it
has
a
denseness
to
it
that
you
know
I.
K
I
lack
that
about
how
to
how
you
talk
as
government
about
privacy
policy
and
practices
with
the
community,
and
I'm
sorry
about
that.
I
hope
that,
like
my
simplicity
and
my
simple
ideas
can
can
be
a
good
example,
a
simple
good
example
for
yourselves
as
you're
building
something
with
a
little
more
depth
to
it.
And
it's
from
that
depth
that
you
know
you
know.
K
What
are
more
responsible
practices
of
ourselves
and
these
ideas
can
work
hand
in
hand
with
the
future
of
corporate
technology
and
the
need
for
profit.
It
doesn't
have
to
be
mutually
exclusive
and
that's
what
I
was
trying
to
get
at
the
u.n
at
the
the
u.n
this
year
there
were
cyber
security
issues
that
you
know.
The
eastern
european.
Some
eastern
european
countries
have
really
developed
ideas
to
reach
out
to
their
community
and
make
it
an
open,
shared
process
in
actuality
mayor,
a
supervisor
submitting
of
santa
clara
county
has
developed.
K
B
B
E
E
E
Rob
on
the
in
terms
of
what's
been
beating.
My
head
is:
when
I
talk
to
my
kids.
You
know
I
used
to
just
talk
to
them
about
making
sure
that
they
manage
their
credit
card
debt.
But
now
I
talk
about
their
tech
debt
and
your
questions
at
the
end
of
your
presentation
are
very
good
questions
and
I
I'd
like
to
have
an
opportunity
to
really
think
about
them
and
and
get
back
to
you
with
some
really
solid
answers.
E
But
I
just
want
to
tell
you
that
from
where
we
were
before
in
your
presentation,
where
we're
looking
at
your
circles
and
we're
looking
at
a
lot
of
red
to
where
we
are
today
is
a
testament
to
the
work
and
the
heavy
lifting
that
you've
done
and
I've
been
very
impressed.
Obviously,
we
have
a
long
way
to
go.
E
We've
had
some
some
issues
in
terms
of
our
technology
and
our
infrastructure,
keeping
up
with
the
the
demands,
and
so
that's
obviously
a
concern
for
you
and
it's
a
concern
for
for
all
of
us,
so
at
some
point
we're
to
have
to
make
the
tough
decisions.
Obviously,
in
terms
of
how
much
are
we
able
to
invest
and
are
willing
to
invest
in
giving
you
the
resources
that
you
need
to
accomplish
your
strategic
objectives?
E
I
also
want
to
comment
on
our
people,
and
I
know
that
part
of
the
presentation
there
was
a
discussion
about
fostering
and
developing
the
next
generation
of
leaders,
but
also
representing
the
older
generation
and
the
old
timers.
I
want
to
just
let
us
not
forget
that
even
the
more
experienced
employees
or
our
workers
have
a
lot
of
talent
in
innovation
left
in
them,
and
we
shouldn't
forget
that
and
try
to
nurture
and
foster
that
as
well.
L
If
you
didn't,
but
okay
yeah,
thank
you
for
doing
that.
Hey
first
just
wanted
to
say
a
huge
thank
you
to
rob
and
the
entire
team
for
what
has
been
a
really
tremendous
turnaround
in
in
about
four
or
five
years.
We'll
call
you
the
lee
iacocca
of
I.t,
I'm
really
showing
my
age
here,
but
lund
smiled.
So
he
still
remembers.
I
I
do
have
a
question,
though,
about
the
can
we
go
back
to.
I
think
it's
slide
seven.
L
L
And
here
yeah,
this
is
it
now.
I
I
guess
if
we
let
this
thing
play
out
to
2020
here
and
in
high
speed.
So
certainly
I
understand
employment
will
always
be
an
important
priority
in
our
communities.
People
looking
for
jobs
or
whatnot.
I
guess
what
I'm
concerned
about.
Is
it's
not
just
the
irresistible
nature
of
pets,
I'm
guessing
that's
driving
them
to
rise
in
the
rankings.
L
You
got
on
your
web
page,
and
so
I
I
feel
a
bit
as
though
we
may
be
missing
an
issue
of
relevance
here,
and
so
I
I
don't
mean
to
be
hyper
critical
on
this
issue,
but
particularly
as
I
think
about
the
digital
front
door
for
a
lot
of
folks
who
are
really
involved.
It's
really
the
3-1-1
app
and
you
know
I
know:
we've
had
a
lot
of
conversations
kip
about
how
we
can
redirect
our
energies
to
make
sure
that
that
we
can
get
through
some
of
the
implementation
issues
of
that
app.
I
Mr
mayor,
if
I
could,
I
think
it's
a
very
good
question.
I
think
one
of
the
ways
that
we
are
discussing
this
and
have
been
starting
to
think
about
this
is
omnichannel
right
and
that's
a
a
jargony
word
for
what
are
the
different
ways
that
people
access
their
services
and
so
I'd
say
a
couple
of
things
about
that:
really
quick
one
as
a
as
a
government
entity
as
a
prostitute.com.
I
We
we
need
to
continue
to
have
an
omnichannel
approach,
because
we
need
accessibility
of
services
across
the
board,
so
the
way
people
the
different
channels
that
people
access
our
services
are
in
person.
They
just
show
up
right.
They
pick
up
the
phone
and
they
call
and
hopefully
increasingly
our
actual
311
center.
Now
that
it's
an
actual
3-1-1
center,
they
use
the
mobile
app,
certainly
for
the
top.
The
five
services
that
are
in
there
plus
a
general
kind
of
catch-all
category
number
six,
which
catches
a
lot
of
stuff.
I
They
use
our
website
and
then
you
know
the
email
is
actually
another
portal
that
they'll
access
access
it
to.
So
I
think
if
we
want
to
understand
comprehensively
what
are
people
talking
about?
What
are
people
worried
about?
What
are
people
complaining
about?
We
need
to
understand
across
all
of
those
channels
and
we
need
to
then
be
able
to
to
do
a
prioritization
of
of
our
services
and
our
response,
both
based
on
that
omnichannel
piece
and
then
making
a
decision.
Well,
some
things
fit
better
on
the
website.
I
Some
things
fit
better
on
the
app
some
things
people
are
going
to
want
to
call
show
up,
no
matter
what
what
happens,
and
so,
where
do
we
enhance
the
service
process?
So
the
the
way
I
would
take
your
feedback
is
one
very
useful
and
two
to
say
that
that
we
need
to
have
an
omnichannel
approach
and
we
and
part
of
that
needs
to
be
informed
by
the
things
that
we
know
are
big
problems.
I
I
suspect,
for
example,
that
that
a
lot
of
the
people
who
are
are
having
issues
with
with
trash
and
garbage
and
blight
might
be
using
our
311
app,
rather
than
trying
to
get
something
done
on
our
website.
But
I
think
your
point
is
a
good
one
and
we
we're
not
going
to
take
this
data
and
suddenly
say:
okay
now,
our
top
priority
priority
is
optimizing.
I
Our
adoptable
dogs
and
adoptable
pets,
though
I
will
say
in
the
couple
of
times
as
I've
ventured
into
that
piece.
The
number
of
people
who
are
deeply
passionate
about
that
is
pretty
damn
high
and
it's
a
pretty
surprising,
somewhat
silent
majority,
perhaps
but
a
lot
of
people
who
really
do
value
those
programs
but
bottom
line.
L
Okay
appreciate
the
point:
kip,
I'm
still
wrestling
this
with
this
in
my
my
head.
I
think
it's
a
good
thing
to
wrestle
with
yeah
I'm
looking
at
like
affordable
apartments.
I
know
these
are
not.
I
know.
You've
got
a
whole
lot
more
web
pages
listed
below
this,
so
I
guess
we
don't
have
the
benefit
of
looking
at.
That
was
it.
You
know,
I'm
guessing.
I
I
think
affordable
apartments
is
an
interesting
one
right
I
mean
just
to
play
with
that
a
little
bit.
The
reality
is,
there
are
more
people
who
are
in
a
position
where
they're
worrying
about
cats
and
dogs
coming
to
us,
and
there
are
people
with
affordable
apartments.
300
000
is
not
a
small
amount
of
hits
it's
just.
That
happens
to
be
more,
but
it
does
suggest
that
maybe
this
isn't
the
tool
or
the
place
that
people
are
getting
the
service.
They
need
around
apartments
relative
to
what
they're
getting
with
cats.
L
Yeah,
I
guess
anyway,
I
I'm
just
guessing,
as
we
know
about
our
community.
This
is
you
know,
always
in
the
top
one
or
two
I'll.
I
think
I'll
stop
there.
I
I
appreciate
that
it's
it's
difficult
to
discern
what
the
the
lines
of
causation
are
here.
I
do
really
appreciate
the
the
team
engaging
as
they
have
with
the
volunteers
from
harvard
business
school,
and
I
really
appreciate
that
the
time
and
energy
those
volunteers
are
giving
to
us,
but
thanks
everybody.
C
C
So
if
we
do
a
better
job
of
turning
these
into
service
access
online
and
through
those
other
channels,
and
when
we
do
contracts
and
projects
with
departments
working
with
them
to
expose
those
services
better
through
those
channels,
we
will
see
a
different
breakdown
of
of
this
data
flow
and
we
deeply
believe
that,
because
that
that's
part
of
it
but
the
multi-channel
is
that
when
you
put
something
out,
it
goes
out
on
multiple
of
those
front
doors
very
easily.
The
omni
channel
we
kind
of
is
at
least
for
us
internalized
is
we.
C
B
I
think
it
would
be
more
fruitful
if
we
had
designated
pages
in
language
as
opposed.
This
is
just
my
opinion,
but
as
opposed
to
vietnamese
text
or
spanish
or
chinese
scattered
throughout
our
city
website,
for
them
to
go.
Look
and
sometimes
there's
a
chinese
translation.
Sometimes
there's
not
just
having
a
dedicated
like
san
jose.gov
for
slash
like
chinese
or
vietnamese,
or
something
where
you
can
just
go
there
into
your
one-stop
shop
for
for
everything
in
the
city.
B
Because-
and
this
is
my
opinion
again,
but
I
don't
know
that
our
our
monolingual
speaking
communities
are
are
accustomed
to
searching
for
through
our
website
to
begin
with,
and
we
can
train
them
by
just
giving
them
one
front
door.
One
entry
point
to
it,
and
that's
just
my
thought
but
I'll
offer
that
here.
P
E
P
L
B
C
And
if
I
could
add
sure,
so
let
me
put
up
the
the
questions
and
I
know
the
vice
chair
said
he'd
like
some
more
time
to
think
about
it.
We
are
willing
and
wanting
of
any
initial
feedback
that
you
have
related
to
that.
But
I
also
want
to
say
my
apologies
to
the
previous
presenters
got
a
little
too
eager
there
about
transitioning
in
so
sorry
to
jerry
and
kelly
and
matt
and
trevor.
C
B
K
Hi,
thank
you.
Thank
you
for
the
words
of
the
mayor
on
the
last
item.
His
comments
were
really
good.
You
know
it's
always
been
my
feeling
that,
to
simply
to
allow
information,
when
people
push
the
search
button
when
they
go
when
they
want
to
search
something
on
the
city
website
to
develop
that
practice,
that
can
is
a
lot
that
can
do
a
lot.
I
feel,
and
it
speaks
exactly
to
what
the
mayor
is
talking
to
you've
created
a
really
good
team.
K
K
So
I
wrote
a
short
little
thing
here
that,
with
the
future
planning
for
2021
to
2023,
I
hope
at
this
point.
In
early
november
we
are
all
becoming
clear
with
the
idea.
There
may
be
an
expected
rise
in
cobit
19
cases
throughout
the
winter
and
that
we're
going
to
have
to
work
hard
so
that
the
previous
70
deaths
a
week
across
the
bay
area
may
only
grow
to
a
minimum
amount
of
100
to
120
a
week
for
all
our
efforts
in
worry
at
this
time.
K
Hopefully
this
is
becoming
easier
to
say
and
talk
about,
and
thank
you
for
for
your
efforts,
and
you
know
I
thanks
for
your
patience,
yeah
for
with
myself,
you
know,
and
I
I
got
a
little
strong
and
I'm
very
sorry
about
that.
It
is
a
good,
really
good
presentation.
It
sounds
like
there
is
love
in
there.
K
There
is
human,
a
human
element
in
there
that
there
hasn't
been
before
so
you
know
good
luck
to
yourselves,
oh,
and
that
you
know
these
issues
are,
I
think,
they're
all
related
they're
all
fully
interconnected,
and
that's
how
I
want
to
talk
about
things.
So
good
luck
to
yourselves.
Thank
you.
Thank.
D
Zero
yeah
I've
called
in
before,
as
you
well
know,
you
know,
there's
all
this
technology
once
again
the
simplest
things,
just
don't
work
and
privacy
policy,
I
mean.
Are
things
really
private?
I
mean
you
ever
get
pulled
over
by
a
police
officer.
They
want
to
know
where
you're
going,
what
you're
doing
they
got
a
camera
on
you?
Are
we
really
that
private?
I
don't
think
so.
I
think
this
is.
You
know
this
is
nice
that
you
guys
do
you
improve
the
website?
D
D
You
know
the
three
one
one
app
I
told
you
it's
terrible.
It
needs
to
be
better.
I
mean
the
website's,
not
bad
on
a
computer,
but
the
the
311
is
awful.
So
is
it
zoom?
I
can't
I
can't
say
enough
get
something
beside
zoom
say
I
must
have
a
buddy
over
at
zoom
downtown
over
there.
It's
a
kickback,
I
bet.
Maybe
who
knows
you
know,
but
I
find
it
all.
This
technology
just
doesn't
get
the
job
done.
It
doesn't
time
the
traffic
lights.
D
D
I
think
this
san
jose
needs
to
get
his
priorities
straight.
All
this
illegal
dumping
everywhere
homeless,
people
camping
out
everywhere,
is
technology
going
to
help
with
that.
Now
the
human
conditions
remain
the
same
for
thousands
of
years,
and
I
think
a
lot
of
these
technologies
are
are
complete,
overkill
and
and
what
you
have
needs
to
be
improved
more,
I
don't
know
but
yeah
like
I
say
I
always
end
everything
with
you.
People
have
some
roads
to
fix.
B
Okay,
yeah
yeah
rob
jordan
here,
I
think
with
you
know,
as
we
look
out
at
2023,
you
know
I,
I
think,
with
innovation
technology
and
all
the
great
work
that
we're
doing
here
and
obviously
some
of
the
folks
comments
that
have
been
mentioned.
I
think
one
way
we
can
really
enable
ourselves
through
technology
is
to
be
more
responsive
right
and
I
think
there's
always
it's
always
an
uphill
battle.
It's
always
a
a
struggle
to
be
more
responsive
and
at
some
point
you
might
hit
a
diminishing,
marginal
return
and
and
flatten
out
on
that
curve.
B
But
I
think
there's
a
lot
of
work
that
we
can
do
to
leverage
technology.
For
that-
and
I
know
you
are
you
know
hard
at
work
in
in
addressing
those-
and
I
think
the
crisis
has
really
shined
a
light
for
the
cmo
side
in
terms
of
a
lot
of
the
work
that
needs
to
be
done.
That
was
done,
and
so
I
think
that's
kind
of
you
know
as
we
think
about
2023.
It's
nothing
visionary,
but
it's
just
leveraging
technology
to
be
more
responsive
so
that
we
can
bring.
B
I
I
I
guess,
as
a
city
we're
trying
to
to
to
find
our
way
with
centralizing
the
experience,
streamlining
it
or
or
allowing
or
and
and
on
the
one
end,
if
you
streamline
it,
it
gets
cheaper
because
there's
economies
of
scale
and
you're
using
enterprise
software,
but
it
also
comes
to
the
detriment
of
innovation
and,
and
you
know,
1000
flowers,
bloom
or
different
offices
kind
of
experimenting
with
different
things
that
might
be
specific
to
their
needs.
So
there
should
be
some
sort
of
balance.
B
I
I
you
know
point
like
recently,
since
we
were
working
from
home,
I
think
the
city
adopted
microsoft
teams
and
I
know
that
not
because
we
ever
got
a
training
on
microsoft
teams
or
there
was
an
email
that
said
now
we're
on
microsoft
teams.
But
then
one
day
you
fire
up
the
laptop
and
suddenly
microsoft
teams
is
part
of
the
startup
process
and
you
have
to
kind
of
close
it
every
time
because
you
don't
use
it,
but
it's
just
there,
and
so
just
so.
B
B
You
know
a
cmr
software
or
something
like
that?
I
know
that
that
has
been
posed
to
the
council
offices,
but
I
I
don't
know
in
my
four
years
here.
If
there's
ever
been
a
just
kind
of
you
know,
what
would
you
like
to
see
us
do
as
a
city?
What
is
the
ability
that
you
would
like
to
see
us
do
and
try
to
try
to
find
the
the
procurement
contract
for
for
those
services?
So
it's
it's.
B
On
the
one
hand,
the
the
council
offices
and
the
different
departments
trying
to
do
a
thing
which
is
engage
with
the
community
and
and
and
serve
some
unmet
needs,
and
then,
on
the
other
hand,
you
know
I
t
trying
to
to
keep
cost
reasonable
and-
and
you
know,
trying
to
find
vendors
that
can
do
a
lot
of
things,
but
maybe
not
any
one
particular
thing
well
and-
and
so
that's-
that's
kind
of
the
balance.
I
I
you
know,
I'm
just
speaking
to
broadly
so
take
it
for
what
it's
worth.
B
So
so
anyways,
but
then
again
yeah.
So
I
think
part
of
this
is
also
in
the
whole
procurement
thing,
and
I
know
we
keep
raising
that
as
a
committee
procurement's
an
issue,
but
I
know
we're
also
working
on
that.
So
so
there
you
go.
I
know
there
was
a
motion
to
approve.
I
did
not
hear
a
second,
I
forget
who
made
the
motion,
though
I
think
it
was.
I
did
it
all
right
on
the
motion.
B
B
B
C
K
All
right,
thank
you,
yeah.
I
didn't
see
the
mute
thing
there.
Yeah
I'm.
You
know
the
the
ideas
of
equity
and
what
I
just
talked
about
all
the
things
I
talked
about
today.
All
those
things
I
think
can
be
called
equity.
It
can
be
ways
that
uneducated
people
like
myself
can
be
with
people
like
yourselves,
who
are
more
educated
and
that's
that's,
equity.
K
That's
working
together,
so
I
don't
know
everything
about
everything,
but
it
allows
me
to
to
speak
and
I
think
that's
an
interesting
idea
with
the
my
my
final
words
here
in
rules
in
open
government.
Yesterday
there
was
a
item
on
beautification
of
san
jose.
Please
don't
feel
because
of
what
you're
planning
for
the
future
of
fireworks
issues
in
san
jose
with
its
fines
and
penalties.
This
can
be
a
time
to
start
to
begin,
to
implement
new
fines
and
penalty
ideas
throughout
other
city
government
programs
and
by
implementing
new
surveillance
technology.
G
K
Time
to
re-incarcerate
ourselves,
thank
you
yeah.
I
hope
this
is
yes.
Oh
I'm
gonna
go
past
that.
To
conclude,
simply,
I
would
like
to
please
remind
everyone
that
I
feel
anthony
mata
can
be
a
very
good
police
chief
and,
if
not,
I
feel
he
is
simply
something
of
the
example
of
how
to
find
and
look
for
the
next
police
chief
of
san
jose
and
then
how
to
define
the
term
of
reimagining
reincarcination.
K
D
Yeah,
I
you
know,
like
I've,
told
you
before
you
get.
The
city
needs
to
get
back
to
the
basics
and
fines
and
citations
is
for
bottom
feeder
people.
You
know
the
people
who
legislate
it
are
just
as
bad
as
the
people
who
participate
in
giving
out
these
these
ridiculous
fines
citations.
I
mean
the
the
courts
are
closed.
Right
now
and
you're
gonna
have
more
surveillance
to
issue
more
fines.
It's
just
disgusting.
It's
a
it's!
It's
it's
a
really
cheesy
sleazy
tacky
way
of
trying
to
get
money.
D
It's
not
because
of
what
the
person
did
was
wrong.
Not
only
that
you
give
out
these
fat
citations,
there's
no
crime,
because
there's
no
victim
right,
there's
no
victim,
some
kid
lights
off
some
firecrackers!
Was
there
a
fire
started?
No,
is
anybody
hurt?
No,
but
it's
what
might
happen
so
ridiculous?
I
mean,
if
you
guys
ever
went
to
valencia.
Spain
you'd
cry
because
the
amount
of
fireworks
going
on
there
is
unbelievable
and
yeah.
Sometimes
there's
fire,
but
the
fire
department's
ready,
they're,
not
they're,
not
sitting
around
watching
tv
game
shows
like
they
do
here.
D
D
Sam
ricardo
and
san
jose
tv
should
be
ashamed
of
them,
so
they're
they've
got
to
be
the
most
shameful
department
in
the
entire
united
states,
they're
worse
than
portland
and
seattle,
it's
unbelievable
what
what
they
do
and
what
they
don't
do
and
if
you
guys
have
all
this
technology,
how
come
it
takes
an
hour
for
a
police,
the
police
to
show
up
at
your
house
and
someone's
sleeping
in
a
car?
How
come
it
takes
20
minutes
for
the
fire
department
to
get
to
a
house.